eNews Leadership Update | Oct. 16, 2026
Every organization has a mission – sometimes they’re just words but at AONL, the mission is our North Star - to transform healthcare through expert and influential nursing leadership. And it’s our operating model that drives how we systematically achieve the mission on both a micro and macro level. Sometimes an association like AONL, a 501(c)6, is not always viewed as a business – but we absolutely are a business. We offer membership (community) and we deliver services – such as education and certification for our members. These are not just standard administrative tasks – they’re the engine that drives us toward achieving the mission of the organization, ultimately elevating nursing leadership as a practice. As a business, we have revenue and expenses and as members, understanding the basics of our financial operating model provides you with the transparency you should expect in your professional organization.
AONL's financial model is specially designed to support the mission. Revenue generated through various business offerings and services, funds member programs, professional development, advocacy efforts and organizational operations. Revenue also supports AONL’s purchase of shared services from the American Hospital Association (AHA), maximizing operational efficiency and reducing costs by centralizing administrative functions. When available, we strategically reinvest surplus resources to enhance member value and expand initiatives that advance the nursing profession. At a high level, AONL's revenue comes from the following sources:
Membership (20%):
While membership is the heart of the organization, even with approximately 12,500 members paying an annual fee, this is one of the smaller percentages of revenue, demonstrating we cannot operate on dues alone.
Education (74%):
AONL generates most of its revenue through education designed to develop members as influential leaders and advance our mission to transform healthcare. This is where theory meets practice. Offerings are in the form of fellowships, boot camps, micro-learnings, credentialing courses, and leadership labs. We are constantly assessing the value of programs against the cost. This category is where meetings fall – Annual, Advocacy Day, Professional Governance Leadership. Some meetings break even, and some, like the Annual meeting, generate revenue that is reinvested into other educational offerings and the subsequent meetings to elevate the offering.
Advertising (2%):
Industry partners play an important role in supporting AONL's mission and the programs, resources, and experiences we provide to members. This revenue is generated through a variety of opportunities, including sponsored communications, digital advertising, thought leadership content, educational webinars, executive dialogues, and conference-related visibility. AONL carefully evaluates all sponsorship and advertising opportunities to ensure alignment with our mission, maintain the integrity of the member experience and provide access to products, services and insights that are relevant and valuable to nursing leaders.
Royalties (1%):
AONL receives royalty and related revenue through partnerships that support the dissemination of our content and the delivery of our programs. This includes royalties from Nurse Leader and other publications, as well as revenues associated with hosting conferences and educational programs. These resources help further AONL's mission and enhance the programs and services provided to members.
Licensing (1%):
AONL generates licensing revenue using its intellectual property, including competency assessments, leadership development tools, ROI calculators and other resources designed to support nursing leaders and health care organizations.
Other Revenue (2%):
While a small portion of the budget, AONL is exploring how to grow this non-dues revenue category. Currently, transactional items that fit into this category include career center and job board fees, merchandise and branded items sales, and the administrative fees paid by AONL Chapters.
Transparency is the foundation of professional trust and by understanding this financial framework, it’s clear that AONL is more than just your professional association—it’s a self-sustaining ecosystem built to champion members. It also demonstrates AONL does not operate on dues alone and it thrives because we have successfully commercialized our expertise to subsidize and expand member benefits. We reinvest every dollar we generate back into your leadership journey and fuels the engine that elevates your nursing leadership practice. When you invest in AONL, you are not just purchasing a service; you are funding the infrastructure that ensures nurse leaders have a powerful, influential voice in healthcare. Together, our financial stewardship ensures we are meeting our mission and staying focused on transforming healthcare through expert nursing leadership.
Claire M. Zangerle, DNP, MBA, RN, NEA-BC, FAONL, FAAN
Chief Executive Officer, American Organization for Nursing Leadership
Chief Nurse Executive, American Hospital Association